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Centre fOr design InnOvatiOn THE G¬ASGOW SCHOOl ≤ ARt Creating Cultures of Innovation Scott & Fyfe
Centre fOr
design InnOvatiOn
THE G¬ASGOW
SCHOOl ≤ ARt
Creating Cultures of InnovationScott & Fyfe
3
Contents7 Intro: Creating Cultures of Innovation
21 1: Introducing Scott & Fyfe
31 2: Scott & Fyfe’s Journey i: Who? Ways of being an effective workforce ii: Why? Ways of seeing... iii: What? Ways of thinking...
53 3: Scott & Fyfe’s Example Outcomes
64 Contact
4 5
Intro:Creating Cultures of Innovation“Culture eats strategy for breakfast” Drucker
6 7
“The real magic of discovery lies not in seeing new landscapes but in having new eyes.”Marcel Proust
8 9
“Creativity is a skill that everyone can learn, practise and use.”Edward de Bono, How to Have Creative Ideas 2007
Intro: Creating Cultures of Innovation
Design-thinking...
These case studies chart the journey
undertaken by three companies selected
to take part in the pilot “Creating Cultures
of Innovation” design intervention project,
supported by Scottish Funding Council
in partnership with Institute of Directors.
From the reasons each chose to participate;
through selection of non-hierarchical teams,
collaborating to unlock the potential within
their company; to the development of
new and sustainable processes of dynamic,
proactive and holistic review throughout
their business and ultimately to new
markets and sources of revenue.
Design-thinking is not about waiting for
a flash of inspiration, a Eureka moment,
so how does it work? Like most things
in life, it’s all down to hard work, but, of
course,things work much better if there
is collaboration and a pooling of resource
and expertise, so the first step takes a
diagonal slice through the work force to
broaden the scope of the idea generation,
by taking people from all different
levels and departments. It’s about fast
prototyping, trial and error. Every idea
is a good idea until proven otherwise.
GSA’s Head of Design School, Professor
Irene McAra-McWilliam’s The Rose
Window encapsulates this by asking
companies to be curious and reflect on
who they are and why a culture of creative
innovation will benefit them, then to
actively research what they can do and how
they will do it. This framework helps shape
some of the desired outcomes to be gained
from the intervention and by co-designing
the process with each company, it becomes
both fit for purpose and sustainable.
The company needs to show tangible
benefits as a result of taking part in the
research project, demonstrating improve-
ments in performance and productivity,
through a process of collaboration,
innovation, transformation that makes an
organisation fit for the 21st Century, with
the right leadership and culture in place.
10 11
Intro: Creating Cultures of Innovation
Each company’s team embarks on a series
of workshops to re-think who they are and
to learn how and why they might embed a
culture of innovation in their organization,
enabled by user-centred design tools.
Through the workshops they will gain
insight into new ways of being, new ways
of seeing, new ways of doing and new ways
of thinking – to fully understand their
current situation and to imagine how
they could add value to their business,
by instilling new processes across the
company that will seek out previously
untapped resources.
The group has an open remit, where
everyone can bring their knowledge,
capabilities and insights to the table and
start to create the story of the current
business problem(s), with employees
from all levels and departments reviewing
and testing new ideas collaboratively.
Questioning, visualising, empathising,
with both colleagues and potential
customers - understanding their needs,
wants and behaviours and the constraints
of the internal and external environment –
then rapidly feeding back responses, so that
the idea can be taken forward, rejected
or developed along a new route.
As with all stories, the narrative needs to be
captured and organized into a coherent plot,
which can be carried forward.
Any ideas that emerge from this process
with potential, move to the implementation
stage, where the wider workforce take up
the story, build on it if necessary and take
it to fruition.
Within the 3 companies that are close to
completing the project, the ‘ripple’ effect
is being analysed, to see how far design-
thinking has been embedded into the
processes and ways of thinking of the
business and how viable it is in terms
of sustainability in the culture of
the company.
“Apple continues to think like a computer user, not a computercompany.” Michael Levine, Broken Windows, Broken Business 2005
12 13
1 A more effective workforce – levering collective creative capacity
2 Spot opportunities – taking initiative, looking beyond and through the eyes of others, seeking out possibilities
3 Decision making – informed, improved, distributed leadership
4 Create space to think – granting permission to collaborate, improving communication
5 Fail faster – reducing risk, reflecting and checking
6 Embed the capacity to innovate
Intro: Creating Cultures of Innovation
Behind thecase studies...
The companies taking part met the GSA
team through business networking events
and expressed an interest in taking part in
the research project. A series of scoping
meetings and site visits refined the
outcomes each wishes to achieve by
creating a culture of innovation and
established the format and pace of
the GSA’s intervention.
The overarching structure of the workshops
is based on the Design Council’s Double
Diamond model; two conjoined diamonds
depicting the process of discovery diverging
into a body of knowledge and insight, which
then converges through filtering to define
which elements to develop, where once
again there is divergence through the
launch process, until the point of
convergence at delivery.
However, the GSA team is refining this
model in the course of their current
research project. It has become apparent
that Double Diamond’s linear progression
does not always reflect the cycles of activity
that are developing within the workshops.
The teams taking part are reiterating stages.
As they become more familiar with the
use of the tools and techniques, they are
identifying real tasks and solutions, relevant
to their desired outcomes and applying
the principles of a culture of innovation.
“Design thinking is a structured approach
to creativity and involves putting the user
at the centre of a co-creation process that
encourages observation, investigation,
insight, and prototyping to provide the
impetus for change, improvement
and innovation.”
Professor Irene McAra-McWilliam and Joe Lockwood
MBA, The Glasgow School of Art
The case studies celebrate the outcomes
achieved by the companies as they develop
a culture of innovation »
14 15
“We can call it knowledge care… replace offices with another meeting type or knowledge arena, such as a knowledge café. We need to have space to clear our heads to seize our opportunities… now we need mental spas, places where we can renew ourselves and our minds. The opportunity cost of not seizing this potential is enormous. This is brain economics – caring for the knowledge potential.”
Leif Edvinsson – Business Minds 2002 (Brown Tom, Crainer Stuart, Dearlove Des, Rodrigues Jorge N)
Intro: Creating Cultures of Innovation
As the teams start to gain an understanding
of how these principles can deliver the
outcomes, the facilitators create activities to
encourage them to adopt them as part
of their work culture and to learn to identify
which is the best tool to bring out of their
ever growing design thinking toolbox to use
in a given situation. Feedback loops run
throughout the process for reporting
success and failure, capturing information
and next steps planning.
This feedback informs rapid prototyping.
This can be quick and dirty market testing
of ideas to see that they fit users’ needs,
thereby reducing risk and cost. It also
acknowledges that organisations that
celebrate failure, as a means of learning,
can fail fast and move on to succeed.
Within the workshops prototyping is
carried out in a safe environment,
building confidence.
Post-it notes for brainstorming ideas and
dotocracy (sticking coloured dots on ideas
you like), both give an equal ‘voice’ to all
team members, breaking down normal
hierarchies and giving freedom to introduce
‘silly ideas’ too, because sometimes they
spark another train of thought.
“Taking time to explore, research and test
potential solutions, and the concept of “fail
faster” were highlighted as key learning
moments.”
Madeleine Smith, Head of Innovation, EKOS
The business aim for the teams is to become
comfortable with the concept of prototyping
and visualising with a customer focus,
iterating in the market place. In this way
they build up speed and awareness of how to
apply their newfound thinking techniques to
real commercial ideas in the workplace, then
reject them, or move them further towards a
defined outcome, as appropriate.
“You know you have a really good idea when
the reaction to a demo goes beyond “Wow!”
or “Cool!” and people start suggesting ways
to make the idea better.”
Michael Schrage, Serious Play
The case studies also investigate how each
company is creating space in the busy
working environment, both physical and
mental space, for design thinking to flourish
and become part of the day to day business
which, in turn, makes development a day to
day function.
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3
Leadership
“Leadership is about hope, change, the
future… I want leaders who are willing
to listen because the future is not clear.”
CK Prahalad
http://www.thinkers50.com/video/31
“The real barrier to strategic planning is
generally at the top, not in the middle or
at the bottom… The strategic formulation
is a discovery process and a moment of
invention. It is not selling to those in the
middle and at the bottom something
already defined by those at the top…
rule breakers, industrial revolutionaries”
Gary Hamel, Business Minds
4
Fail faster
“Some of the greatest design thinking
successes begin with a concept that fails
to resonate with customers, leading the
team to ask why and to use that insight
to generate new and better ideas.”
Frederick S. Leichter
Fidelity’s chief customer experience officer, 2011
5
Embed
“…a culture of innovation is more than new
ideas. It needs to be repeatable, predictable,
and sustainable. This only happens when
you treat innovation like you treat all other
capabilities in your business… having,
amongst other things, a defined process.”
Stephen Shapiro, 2009
How to Create a Culture of Innovation. steveshapiro.com
Intro: Creating Cultures of Innovation
5 key ways tocreate culturesof innovation…
1
Spot Opportunities
“The reason start ups are often so innovative
is because of what they don’t have; what
they don’t know; which allows them to see
things through fresh eyes and take chances.”
Robert Stephens, Geek Squad 2011
“Can identify an aspect of human behavior
and then convert it into both a consumer
benefit and a business value”
Tim Brown
2
Collective Creativity
“Idea generation is not a competitive
sport… You should be idea collaborators.”
Douglas Miller, Brilliant Teams 2008
“Adapting nimbly to shifting market
realities requires a collective creativity,
a comfort with uncertainty at every
level of a company.”
Daniel Goleman, 1998
Working with Emotional Intelligence
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1:IntroducingScott & Fyfe
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“In everything we do, the Scott & Fyfe Group approach is to work with you rather than merely for you, going that vital extra mile to build a mutually rewarding, productive relationship as the keyto better business, both for you and for us.” John Lupton, CEO, Scott & Fyfe
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Introducing Scott & FyfeFounded:
1868Sector: Manufacturing Scott & Fyfe people are: » Specialists in their field.» Customer focussed.» Forward looking.
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which was looking for leaders who were
prepared to leverage the creative capacity
of their workforce.
“Cold, hard, financial assessments of the
impact of innovation are difficult to directly
quantify, however we have a number of
wins under our belt that can be attributed
to this program, ranging from new products,
alternative supply ideas, new business
wins, profitability growth etc.”
John Lupton, CEO
The case study to follow reveals the
outcomes achieved by the team selected
to work with the GSA facilitators to
co-design and embed a culture of innovation
across the company. Self initiated product
and processes are starting to develop, as
everyone is becoming actively involved
in opportunity spotting to seek new more
profitable markets.
1: Introducing Scott & Fyfe
Setting the scene – the starting point for interventionSince being established 140 years ago,
Scott & Fyfe has manufactured woven
and knitted textiles for a variety of markets
worldwide. In the 1960s it recognised the
need to diversify from its traditional use
of jute, and began using new materials
such as polypropylene, opening up the
product range to include market leader
Textron, which has become the principal
textile used in the manufacture of
rubber carpet underlay.
Originally based in Kilmarnock, Scott
& Fyfe has relocated to a purpose built
production and distribution site in
Tayport, alongside the Group’s HQ.
Scott & Fyfe was proud of its ability
to serve its customers’ need for new
products and to provide specific solutions.
However it has now identified that, with
product life cycles becoming ever shorter
(including that of Textron), it needs
to be more proactive in seeking new
opportunities, technologies and markets.
“In everything we do, the Scott & Fyfe
Group approach is to work with you rather
than merely for you, going that vital extra
mile to build a mutually rewarding,
productive relationship as the key to
better business, both for you and for us.”
John Lupton, CEO
Scott & Fyfe mission statement
With an existing in-house design and
development resource, Scott & Fyfe
considered itself well-versed in customer
driven product and process innovation,
but on closer investigation there was a
disconnect between new product viability
and return on investment. S&F Board
Chairman Nick Kuenssberg brought new
CEO John Lupton on board in February
2010 and, through the course of business
networking also introduced John to Joe
Lockwood of the GSA’s Design Innovation
Team, recognising that Scott & Fyfe’s
profile fitted the brief for their Creating
Cultures of Innovation research project,
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2:Scott & Fyfe’sjourney
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“We couldn’t unlock the door to innovations, as we didn’t know where it was. Now we have identified the door and we have the key.” Eileen Baird, Quality Manager
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“Before, Scott & Fyfe was like an old Bentley on a journey to somewhere new and exciting it had never been before. With reputation and success in the past, the only problem was we hadn’t had a service for a while, we kept running out of fuel and we would take the wrong turning and direction at times. Having had a service, a full tank of fuel and a built in Sat Nav we are now on the journey with a clear direction ahead. We also have breakdown recovery with supportive tools to help us on our way.”Michelle Quadrelli. Sales and Marketing Manager.
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» Who could we be?
» Insight gathering
» Opportunity spotting
» Cross functional activity
» Learning from prototyping failures
» Strategic development
» Devolved leadership
2: Scott & Fyfe's Journey
Who we are now – an initial snapshot
Reliant on customer enquiry
No market insights
Information silos not shared
No ‘stop’ button
Ad hoc & unfocussed development
Top down leadership
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Brainstorming is recognised as a very
inclusive tool, particularly when individuals
can contribute their ideas on Post-it notes,
as this does not allow the strongest voice to
dominate. Every idea has equal value; it can
either spark off a new train of thought,
or start to reveal the best way forward.
Likewise Six Hats records the views
from different thinking styles and places
equal value on them, as a basis for further
reflection by the whole team.
2: Scott & Fyfe’s Journey
i.Who?Ways of being aneffective workforceA 12 member team is taken from a diagonal
slice through the company giving a multi-
disciplinary, non-hierarchical, approach
to the co-design of the Creating Cultures
of Innovation (CCoI)workshops, in
collaboration with the team from
The Glasgow School of Art.
“Working relationships are better as a result
of the off-site format – a close knit “team”
has formed. As a group we believe we can
make a difference. There are more informed
colleagues to bounce things off.”
John Palmer
Scott & Fyfe’s long heritage harbours
a wealth of job specific knowledge and
experience within the separate departments
across the company, but up until now
this has not been accessed cohesively.
“Knowledge and experience ‘can also be
a barrier to progress when the knowledge
comes in the form of too much applied
‘institutional memory’.”
The culture of innovation gives
opportunities to share knowledge
in an open forum which appreciates
different thinking styles and uses
design thinking tools to give a ‘voice’
to people whose job roles have traditionally
led them to accept top down direction.
Ronnie and Kevin’s insights from the shop
floor are highly valued, once they find
the confidence to contribute fully, firstly
in the CCoI workshops and now in
monthly team meetings.
“…fantastic to get their opinion from the
guys who are actually working on the shop
floor, they actually know the materials and
machinery, they’ve got a lot of insight to
give and it’s been really beneficial…”
Alison Bond, Insights
Initially Ronnie is very quiet and finds it
hard to be heard, but once the group start to
recognise the value of his inputs, they make
a conscious decision to support his views.
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2: Scott & Fyfe’s Journey
“It (CCoI) was like a planned journey,
turning out to be completely different
from what you expected, new things
to experience, new view points, new
perspectives, something that will stay
with you.”
Ronnie Mcvicar, Machine Operator
Meanwhile Kevin’s input, both in the
workshops and during interim workflow
tasks, leads everyone to realise that he has
a role to play in the marketing department,
where his previously hidden talents can be
used to the company’s advantage.
“I describe it (CCoI) as an old cliché, ‘it
was like riding a bike, once you learn these
skills they will be with you forever’.”
Kevin White, Machine Operator
Collectively the team learns to make better
judgements through collaborative insight
gathering, sharing knowledge and hearing
everyone’s viewpoint.
“A number of skills held by individuals have
been identified that has allowed workload
to be split amongst the team allowing
projects or tasks to be done quicker
than previously.”
Michelle Quadrelli. Sales and Marketing Manager.
The team creates an identity for the project
‘NOW’ – New Opportunities Within –
which reflects the need to investigate Scott
& Fyfe’s inherent resources and capabilities
and to seek out new markets and products.
Its mission statement is:
“To grow and secure the business as a centre for
excellence in Tayport by creating cross-functional
teams which share experience and contribute to
how we commercialize NPI.”
As a new CEO John Lupton has a significant
role to play. His innovative leadership style
had the confidence to initiate a culture shift
from top down management to key skills
initiatives and collective responsibility.
He positions and gives credibility to the
NOW project with a presentation to the
whole company and, when the team
report challenges within the workplace,
he supports them and reinforces the
message, re-emphasising the importance
of finding new ways to look for areas for
growth and expansion into new markets,
if the company is to survive.
“You’ve got a voice in this process. You’ve
got something to say, say it. And that works
for us as a business.”
John Lupton, CEO
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CCoI creates an environment where
everyone has permission to ask ‘why?’ in an
atmosphere where the workforce is driven
by curiosity to research and question, until
it has sufficient understanding to make an
informed decision. George thinks Scott &
Fyfe is currently at:
“…Stage 1 in terms of effective information
gathering and being able to drive direction
from this information. More continual
activity needs to happen naturally
without prompting.”
2: Scott & Fyfe’s Journey
ii.Why?Ways of seeing –how to research.The NOW team begin the process of
Opportunity Spotting, starting to peel away
the layers within the existing organisation
to find the seeds of new opportunities.
“A multi-disciplined team is now actively
involved in Ideation, Creation and Fruition.
Previously, this was confined to a small team
– mainly development and sales.”
Eileen Baird. Quality Manager
Part of this process involves breaking open
the knowledge silos that exist within the
company and encouraging departments
to share information.
For example, during the 12 years that he has
worked for Scott & Fyfe, George has built
up an extensive knowledge of the customer
base through his role in Sales. However he
works on his own remotely in the South and
is not in the habit of sharing knowledge and
insights with his colleagues.
Brainstorming with the NOW team, begins
to unlock George’s knowledge, then, mind
mapping the outcomes helps them all to
visualise topics for further research.
“Getting there by way of collegiate response
to some external signals with commercial
relevance – being acted on outwith some
comfort zones to help learning.”
George Ballard
The insights gathered from George, and
the subsequent research into what would
be viable, saves the company from wasting
resource pursuing unrealistic projects, as
had been the case before when there was
incomplete understanding of his
customers’ needs.
“More market awareness from members not
exposed previously to help with holistic
approach and commercial realism.”
George Ballard
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2: Scott & Fyfe’s Journey
iii.What?Ways of thinking –creating the space.The NOW team begin the process of
Opportunity Spotting, starting to peel
away the layers within the existing
organisation to find the seeds of new
opportunities. S&F needs to look over
the parapet to see what’s out there, to
spot the opportunities and work out how
to turn them to its advantage.
Throughout an eight month period,
GSA facilitators introduce the NOW
team to the principles of design thinking
that will support their journey from
reactive to proactive and initiate their
development of the NOW Process for
new product development.
The most important tool in the box is
SPACE for reflection, removed from
the specifics of the ‘day job’: a physical
space away from the normal working
environment where the NOW team can
meet and interact; and mental space
where there is thinking time and
creative freedom to understand,
adapt and grow the business into
today’s fast markets.
“I would like to see S&F embrace the idea
of a creative space, with imagery, light and
the equipment required
to be creative.”
Peter Thomson. Project Technician
At Scott and Fyfe, during the learning
period there is a dedicated project space
and one day per week allocated for the
NOW team. Predictably they had to
overcome some resistance from their
co-workers, due to spending time away
from their designated job roles.
So part of their challenge is to change
the mindset, to recognise that developing
the business could be an integral part
of everyone’s work.
“Would like to see the entire team more
involved and I think we are nearly at the
stage of “spreading the word”
Katrina MacKay. Sales Administrator
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The team support each other as they work
on devolving leadership and leveraging
training and opportunities to disseminate
the design thinking culture throughout the
business, encouraging skills development
and knowledge sharing.
“…if we don’t create any new products from
this. The point is that they go back and
they do a better job and that has knock-on
effects for the organisation beyond just
learning a new creative way of thinking.”
John Lupton, CEO
2: Scott & Fyfe’s Journey
The team leaves each workshop with
an interim Workflow task to apply their
learnings to real situations in the workplace,
by organising themselves to communicate
design-thinking to their colleagues and to
start work on establishing a baseline
to measure against, then setting
milestones and goals.
“I look forward to rippling the effect
outwards. At this moment we are in
the starting blocks but with a manifesto,
NOW function clarified, tools and a
meeting format to take place once per
month we are well placed to ensure
month on month progress towards a
“state of mind” approach.”
John Palmer
The NOW Process, which is captured
in graphic form, considers how to ensure
that Scott & Fyfe continues to practise
design thinking
“We still need to work through the full cycle
of a product to understand everything fully
so this is still to come. As for reinforcing
these skills it’s a case of using them when
ever you can, so when the time is ready
they will be fresh in our minds and we
will be confident to use them”
Alison Bond. Marketing Insights
Before the development of the NOW
process, S&F operated with a Sales
Management team and a separate
technical textile development team.
“We couldn’t unlock the door to
innovations, as we didn’t know where
it was. Now we have identified the
door and we have the key.”
Eileen Baird. Quality Manager
A Virtuous Circle for product development
now exists – NOW product Ideation (NPI)
feeds into NOW product Creation (NPD)
where development is project managed,
through to promotion and sales at Fruition,
looking at routes to market and branding.
There is scope for inputs from across the
company and whilst members of the NOW
team are represented throughout. One full
day per month is dedicated to the NOW
team’s monthly meeting. Here its role is
to take the helicopter view, to review and
continually improve the processes, rather
than generate ideas.
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2: Scott & Fyfe’s Journey
iv.How? Ways of doing –iteration.During the course of the CCoI workshop
series, the team reports back each month on
the research into real Scott & Fyfe business
issues, that it has carried out during interim
tasks. They are beginning to actively seek
solutions, rather than wait for top down
management directives.
“It’s imagining tomorrow and making it
happen today, safe in the knowledge that
we are dynamic, empowered and flexible
enough to adapt, once the future unfolds.”
John Lupton, CEO
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3:Scott & Fyfe’sexampleoutcomes
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3: Scott & Fyfe Example Outcomes
Example i:Machine blockageThe team identifies that there is a problem
making product samples for potential future
customers, because the machinery needed
to produce samples is already in use for
day to day production. It begins to look for
solutions, testing ideas in group discussions
and reflecting on the outcomes to identify
how to make them work in practice.
“Mind mapping is a very useful tool for
innovation and problem solving also the
marble run was very useful.”
Jim Fenton. Team Leader (Composites)
The team learns tools and techniques to
unravel research further, by looking at it
from other people’s view point, looking
into the future and turning negatives into
positives to gain new insights. Building
on it to test what will work, then filtering
out what should be ‘banked’ for future
analysis, and what should be ‘killed’.
“Don’t go to the hills with just a map,
take a compass as well or goodness knows
what direction you’ll head off in.”
Peter Thomson. Project Technician
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3: Scott & Fyfe Example Outcomes
Example ii:FailingFasterCEO John Lupton can see real business
benefits as a result of The GSA
intervention:
“ We have seen up to 6 figure savings in
some of our products through cutting back
on waste issues… Quicker at making a
decision and acting than before.”
Initially the team is very enthusiastic about
a potential new product it has identified
- Composite Irrigation Trays – however,
further research very quickly reveals that
the product would have a limited market.
The project is dropped before expensive
new product design and development work
takes place.
“I believe a positive that has come out
of this is – the company now has more
understanding of markets and has the
confidence to throw out unrealistic ventures
that they did not do previously, Fail faster
and move on”.
Kevin White. Machine Operator
In due course, two projects are identified
to move through to the launch platform
stage, where they are disseminated more
widely through the company for further
testing. Also the exploration into the
water market is not wasted, as it reveals
several good prospects to develop
in filtration.
“We are a production company so we
“do”. This is a different way of working,
reflecting, analysing, do nothing until you
are sure.”
Anon. quote from EKOS report
Post intervention analysis by EKOS
reveals that processes, skills and tools
learned in the CCOI programme are
being used at Scott & Fyfe. The team
reports that brainstorming, mindmapping
and dotocracy have been easy to
implement and can facilitate the
generation and prioritisation of ideas.
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3: Scott & Fyfe Example Outcomes
“A very positive experience and one
which will have a direct impact on our
methodology going forward.”
Product Development Manager
‘Peachy keachy’ (pecha kucha) is used to
quickly bring people up to speed on product
proposals, enabling them to make valuable
contributions and NOW team member
Kevin is proactively working to bring
colleagues from the shop floor on board,
using his knowledge and experience of
this area. The focus on developing new
products extends to finding new markets.
Scott & Fyfe currently have three new
products in development, for markets
that are new to them.
The influence of CCOI means that Kat
is able to use ‘headlines of the future’
with the Head of Marketing and they
decide to run with an idea to test market
a potential product on eBay. Improving
internal communications remains a priority.
The NOW team realises it needs to manage
expectations, setting end goals that have
clarity and a purpose that can be understood
by all, from the CEO down, in order for
people to understand the relevance of
CCOI and measure its success at Scott
& Fyfe.
“Before it would almost seem that people
would go off on tangents and maybe miss
out a large part of the knowledge that
we’d need to gather. They would feel it
was a good idea and really want to run
with it and really want to push it and
often, unfortunately, it would result in a
failure. So knowing that we need to go
through these special steps and knowing
the kind of journey that we need to take
has definitely helped us and during this
journey of course one of the sort of buzz
words is ‘you want a quick win’ but
unfortunately with quick wins comes
fast fails and taking that and accepting
that and as a company and as a team that’s
not a bad thing, it’s actually good thing,
it’s ruling out things that would only fail
later on…
…Personal goals and strengths have been
realised, like we’ve got members of the
team who were maybe less confident in
their ability who’ve now got so
they’re slowly thinking yes I can bring
this to the team -this is my kind of
strength and, any weaknesses that were
highlighted as well, people know how to
work on them, we’ve got active steps to
keep these positive new ways of thinking,
these positive channels, and continue
them throughout the company.”
Alison Bond, Insights
58 59
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Benefits so far…
– 30% of products sold not made 2 years ago– Replaced unprofitable business with profitable business– Freed up management to address strategic deficiencies– Step change in number of impact players on the team– Replaced reluctance to change with a demand for change
– Secured new French distribution– Shop floor staff working at home to help deliver Russian expansion– More laughter and openness– Y-t-d profits and sales significantly ahead of budget– Over 50 new product ideas in funnel– Over 10 new products under development John Lupton, CEO
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“This book covers the first part of Scott & Fyfe’s innovation journey – it is a work in progress, keep watching this space”Joe Lockwood, Program Leader, GSA CCoI
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ContactFind a guide for your innovation journey.Contact us for a scoping meeting:
Paula Nichols
Centre for Design Innovation
The Glasgow School of Art
Horizon Scotland
The Enterprise Park
Forres
Moray IV36 2AB
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Phone: 01309 678 123
Email: [email protected]
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www.culturesofinnovation.co.uk
Credits
Thanks to all the Schuh-gooders, Mil Stricevic,
Iain Reid, and Christina Kinnear.
Program leader Joe Lockwood.
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Design & Art Direction: A visual agency
www.avisualagency.com
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Photography: Jeni Wilcox
www.jenniferwilcox.co.uk
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Copywriting: Fiona Neame
www.fnepm.co.uk
